CASE STUDY
layer , 4x4 MIMO on LTE , LTE Carrier Aggregation , LTE 256QAM modulation support ), increasing radio base station backhaul capacity , core transport upgrades and IP data network capacity expansions . This has contributed to an increase in 4G population coverage to 97 % across the country .
Best customer experience is a key strategic pillar for MTN and as such this forms part of any network strategy we implement . Knowing that the quality of our network has been tested across the country and has again been found to be delivering the value we have promised our customers , further bolsters our commitment and desire to keep connecting the unconnected . We are proud and heartened that our efforts are truly connecting South Africans to the digital world they deserve . MTN ’ s investment of over R50 billion ( US $ 3.36 billion ) to deliver high performance networks over the past five years – it is this investment that has helped us achieve over 97 % 4G coverage across South Africa to deliver best network experience to our customers .
What are some of the technology initiatives , projects and implementations have you overseen since taking on your role as CTIO at MTN South Africa ?
This item is well linked to the main programmes that have characterised the “ Build ” phase ( 2019 – 2020 ) of our technology journey . Among the major programmes that we have embarked on in 2019 , the MONZA programme ( Modernisation of Access network in South Africa ) is a crucial one . MONZA is a US $ 1 billion project aimed at upgrading our network infrastructure deploying new cutting-edge technology . Key achievements include increasing LTE coverage to 96 % of the population , enablement of 5G and new spectrum bands , deployment of customer experience
KNOWING THAT THE QUALITY OF OUR NETWORK HAS BEEN TESTED ACROSS THE COUNTRY AND HAS AGAIN BEEN FOUND TO BE DELIVERING THE VALUE WE HAVE PROMISED OUR CUSTOMERS . management ( CEM ) platform and further extension of our national long-distance fibre network .
In parallel , we commenced a large multi-year transformation programme in the IT space ( Siyakhula programme ) to re-design the customer journeys , digitise our commercial channels and consolidate the enterprise product catalogue . This has been realised with the implementation of a full newly branded IT stack . The first phase catered for our consumer post-paid segment and has just been concluded . Another thing that needed intervention was on the Business Intelligence domain . We launched the EVA programme to transform our data universe and migrate it in full to a Big Data platform which is going to be a core enabler for MTN ’ s data strategy . On top of that , a decisive step ahead was taken with the creation of the Technology enterprise services based on a converged approach for mobile and fixed line product offering to the enterprise market . In the digital platforms domain , we have implemented the new solution for MTN Mobile Money ( MoMo ) and fully integrated the rich media services in our customer journeys . In addition , we completely digitised the MTN workplaces . This programme was launched in 2019 but it has been subject to a tremendous acceleration in the first quarter of 2020 with the pandemic and the consequent lockdown . In less than 10 days we fully enabled more than 3,000 colleagues to work from home without any business disruption . Lastly , the information security capabilities have been strengthened via the socalled Marshall plan , a joint initiative with the other MTN operating companies .
The role of a CTIO has evolved over the years with more C-level and business line executives getting involved in making IT decisions and formulating the overall technology strategy . How hard or easy is it for you to get the correct support and buy-in from your peers at MTN South Africa ?
The role of technology in the business is evolving . What used to be a commodity has become one of the most important pillars of any company . This is even more prominent in a market where everything from connectivity to building business knowledge is proving useless without the right technological implementations . But navigating it also requires a firm footing in the business side of things . In this new context , the CTIO has a double role , as enabler of the new business challenges faced in the digital era and company advisor on technology innovation that can transform and make more resilient the business itself . The CTIO needs deep technical skills balanced with the ability to speak an accessible language with
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